Learn to Separate the Problem From the Symptom

Like many people, when asked to pinpoint their biggest problem, leaders typically describe the symptom of the challenge, not the underlying cause. 

At the root of any problem is the primary cause that produces a myriad of symptoms. When leaders address the symptoms and not the problem, they miss the mark. This is akin to cutting off the top of a noxious plant but leaving the root to produce the weed all over again. 

Leaders naturally examine a problem and ask what they should do about it. This tactical question commonly reveals the symptoms and not the true problem or its causes. 

In the desire to alleviate the discomfort of the symptom, leaders misdiagnose what is really in play and often address the wrong issue. Labeling a symptom as the problem is so commonplace that falling prey to this trap is the rule, not the exception.

A symptom is a sign or indication of a root cause, but is not the cause itself. It indicates something is wrong, but does not point a finger at what is causing it to appear. To avoid this misstep, the best leaders ask a very different question to get to the bottom of what is really wrong. 

To identify a symptom, ask this question: What would we like to see more of or less of? 

Sales, customers, profits, talent, attrition, team conflict, and weak execution are common answers. These are not problems, but the signs of an underlying challenge worth identifying and resolving. 

To uncover the problem ask this question instead: What is impeding our progress from getting the outcome that we want more or less of? 

Fully excavate this obstacle, as it points directly at the underlying cause of the issue. By tackling the root cause and problem, leaders can make significant headway on improving just about any recurring issue. That’s because digging out the root of the weed is the best way to permanently kill it.